This book is a very quick read of daily exercises to make us think about business in a different way. The author, Graham Binks, is an expert in helping businesses get the best out of their technology investments. He has worked with numerous business leaders, who often ask, “How do we know we’re doing enough?” To what his answer is, “Start by making sure you’re not doing too much.”
Whaaaaaat?!
Yes. To optimize processes, you and your team need to be doing the minimal effort necessary. But please note that this doesn’t mean a mediocre effort at all—on the contrary—it means the best effort without wasting any of it. Thus, avoiding work that turns out to be unnecessary and wasteful, and that could be geared to other productive efforts instead.
Binks shares that when you are planning a successful outcome and think through the steps required in the process, you’ll naturally go from start to finish. And when you’re repeating work that someone in your team has done in the past, they can vouch for the steps taken previously.
“But if you haven’t perfected this kind of work (or your team hasn’t experienced it at all), there’ll be guesswork in the plan. And with guesswork comes extraneous effort.” In his experience, Binks has seen many plans that specified work that turned out to be detached from the critical outcomes of the project.
Thus, he offers a simple review exercise for you and your team “to make sure your projects aren’t wasteful.” This works best with projects when the planning phase is nearly finished—before the actual work starts—or you can apply it as a debriefing exercise on finished projects to see what will work best in the future.
Exercise: Being Minimalist
1. List the 10 project activities that took the most effort to complete in the following way: #1 _________________ Rank___ Skip?___ #2 _________________ Rank___ Skip?___ Etc.
2. Above, rank these activities by their importance to the project outcome—highest contribution to lowest.
3. Starting with the lowest ranked activity, ask whether the project would have been a success if this activity had been skipped.
If the answer is “Yes!”, congratulations. You’ve found an activity that is not required on the plan. Take it out and save everyone time and energy. Then repeat the exercise with the next activity up the list.
Sometimes, what seems to be a simple exercise can reveal profound inefficiencies. Hope this helps optimize your projects and simplify your effort for a better outcome!
ACTION
TODAY: Think of a project you’re about to start or one that you repeat often. Go through this exercise to find the optimal path to completion.
FUTURE: As you’re planning for projects, or as you finish them, go through this exercise to make sure you’re not doing too much (avoiding wasteful efforts) and your project is running as optimally and as smoothly as possible!
Know someone who needs to optimize their projects? Please share this post via email, Facebook or Twitter, thank you!
Business guru, Josh Kaufman, recalls working at Procter & Gamble on a project that needed the input and approval of dozens of people. He spent three months trying to put together a workable proposal due to juggling different ideas, arguments over different approaches, and people wanting credit without doing much work. And in those three months nothing else got done! Almost all of his time was spent on communicating with other members of the group.
“Communication overhead is the proportion of time you spend communicating with members of your team instead of getting productive work done.”
Kaufman says, “There’s a reason high-performing surgical teams, military units, and sports teams tend to be small and focused: too much time spent in communication and coordination can kill a team’s effectiveness.”
The larger your team, the more you have to communicate with each of its members to coordinate action. “As the number of people you work with increases, Communication Overhead increases geometrically until the total percentage of time each individual must devote to group communication approaches 100%. After a certain threshold, each additional team member diminishes the capacity of the group to do anything other than communicate.”
What’s the solution?
Work with the smallest possible team: “Studies of effective teamwork usually recommend working in groups of three to eight people,” says Kaufman. “You’ll be leaving people out, but that’s the point—including them is causing more work than it’s creating in benefits. Removing unnecessary people from the team will save everyone’s time and produce better results.”
Finally, Kaufman shares Derek Sheane’s “8 Symptoms of Bureaucratic Breakdown” which appear in his book Beyond Bureaucracy. They are indicative of teams suffering from Communication Overhead:
1. The Invisible Decision. No one knows how or where decisions are made, and there is no transparency in the decision-making process.
2. Unfinished Business. Too many tasks are started but very few carried through to the end.
3. Co-ordination Paralysis-Nothing can be done without checking with a host of interconnected units.
4. Nothing New. There are no radical ideas, inventions or lateral thinking-a general lack of initiative.
5. Pseudo-Problems. Minor issues become magnified out of all proportion.
6. Embattled Center. The center battles for consistency and control against local/regional units.
7. Negative Deadlines. The deadlines for work become more important than the quality of the work being done.
8. Input Domination. Individuals react to inputs—i.e. whatever gets put in their in-tray—as opposed to using their own initiative.
ACTION
TODAY: Do you work with a team? How big is it? Take a moment to think how can you break it up into smaller units/teams to be more efficient.
FUTURE: As you embark on new projects that require teamwork, think of ways in which you can make the teams as lean as possible.
Be a good teammate and please share this post via email, Facebook or Twitter, thank you!
Whether you a father, love a father, father a beloved pet, or father a project or an idea, I hope you have a fantastic day with your loved ones!
Today I’ll share a father story from a book that I love: What Made Me Who I Am by Bernie Swain. The book is a collection of stories—some happy, some sad, but all beautiful, inspiring and moving—that leaders, heads of state, athletes, business executives, and public figures have told the author. Swain is the cofounder and Chairman of Washington Speakers Bureau, today’s foremost authority in the lecture industry. (Here’s a book review I wrote for The New York Public Library.)
Throughout the book, Swain shares the human side of these larger-than-life personalities. One of the themes that he repeatedly sees is, “That we grow up, become our own person, and still, for many of us, the powerful urge to make our parents happy remains.”
It’s only natural that we want our parents to be proud of us, and that was the case with former U.S. Secretary of State Madeleine Albright. She says that her dad, Josef Korbel, “was a remarkable man and the most important influence on [her] life. It was his clearheaded and fair minded character that saw [her] through an unsettled, even tumultuous childhood, and that set a standard [she has] endeavored to live up to ever since.”
Josef was a diplomat who moved to London, as the Czechoslovak government in exile was there after the Nazis invaded Prague. He would walk young Madeleine to school every day before catching a train to work. “As we walked, he would encourage me to do my best in school, and in life, and to always treat people with respect,” recalls Albright.
When the war ended, Josef was made Ambassador to Yugoslavia, and then representative to the United Nations. When the communists took over Czechoslovakia, Josef didn’t want to be a part of that government and went—as a political exile—to teach international relations at the University of Denver.
While in Denver, the family lived in a small and cramped house, and Josef set up a makeshift study in the basement. The problem was that the basement flooded constantly so he “would sit at his desk, working away with his feet up on bricks.” Yet they all laughed about it and took it with equanimity and grace.
Albright recalls that, as a teenager, she was embarrassed by her dad. Josef, being Old World European, tried to fit in his new surroundings in Colorado. Thus, “He took up fishing—wearing a coat and tie. There he was, looking like the very model of a European diplomat—tailored suit, combed back hair, wire-rim glasses, and a pipe—casting his rod.”
Yet every night the family would sit down to dinner together, “and the topic of conversation inevitably turned to foreign affairs,” says Albright. “Although our lives had been nomadic, my parents maintained a consistency that made it all seem normal.”
And it is thanks to all this that the former Secretary of State fell in love with the international arena. As she remembers her father, she says, “Through it all, I’ve felt that my father was with me, perched on my shoulder, still following me around, inspiring me. The volatile politics of Eastern Europe short-circuited his diplomatic career. That has always been on my mind and I hope that in some small way, I’ve made him proud. Being secretary of state is a challenging experience. But I never had any trouble staying focused. I just had to picture my father in his flooded basement study, working away with his feet up on bricks.”
ACTION
TODAY & FUTURE: Go hug your loved ones and tell them how much they mean to you!
Share this post with a father today! You can do so via email, Facebook or Twitter, thank you!
Leadership guru John C. Maxwell reminisces about his father who used to say, “Find the one thing you do well and don’t do anything else.” Following that guidance has taken Maxwell to the realization that, to do a few things well, he has had to give up many others.
“No one can go to the highest level and remain a generalist,” says Maxwell. And this is so true, especially nowadays, where we are pulled in a myriad directions, spread too thin, multitasking and living with FOMO (Fear Of Missing Out), and expected to know and give an educated opinion on everything from the Syrian refugee crisis, to the new coach of the Real Madrid soccer team, to the latest environmental policy in California.
And while “giving up” sounds like a heavy sacrifice that we must reluctantly make, the truth is that it is not when we reframe it and simply see it as a choice. We already make choices, willingly and happily, anything from Mexican vs. Chinese food to vacationing in one place vs. another.
The same should apply here. Make willing choices and you’ll be able to focus on the one or few things that you do best and that will take you to the top (whatever the definition of top is for you).
Here are some of those choices Maxwell has made. They make a lot of sense and I think they aptly apply to us all.
You can’t know everyone.
Maxwell is outgoing and loves people, so it’s hard for him not to spend time with lots of people. Yet even if you are an introvert, you may be pulled in the direction of getting to know people in your field and attend events. To deal with this, Maxwell has done two things: “First, [he’s] chosen a strong inner circle of people. They not only provide professional help, but they also make life’s journey much more pleasant. Second, [he asks] certain friends to catch [him] up on what’s happening on the lives of other friends.”
You can’t do everything.
“There are only a few exceptional opportunities in any person’s lifetime. That’s why [Maxwell strives] for excellence in a few things rather than a good performance in many.” For instance, he’s an avid reader, yet he doesn’t read novels or any kind of fiction, instead, he’s chosen to dedicate his reading time to nonfiction as those books are the ones that propel the personal and professional growth he desires.
Maxwell also outsources everything he’s not good at, specifically, technical matters, mechanic or electronic. He can’t do it and does not have the knowledge, so he let’s someone who does have it do the job. Easier and faster.
He also works with his team on what he calls the 10-80-10 principle. Even though there are projects that Maxwell would love to do, he delegates them and only becomes involved as follows: he helps “with the first 10 percent by casting vision, laying down parameters, providing resources and giving encouragement.” Then his team work on the middle 80% and he comes in at the end again to “help them take whatever it is the rest of the way” (if he can). He considers this last effort putting the cherry on top.
You can’t go everywhere.
The traveling demands of a conference speaker and author are high, so Maxwell has chosen not to travel as much as he did before.
You can’t be well-rounded.
Being truly focused impedes being ‘”well-rounded.” Maxwell tells people: “ Ninety-nine percent of everything in life I don’t need to know about.” He focuses on the one percent that gives him the highest return. Of the other 99%, his wife and team keep him aware whenever he needs to know, and that’s how he balances his life.
This reminds me of lifestyle design guru, Tim Ferriss, author of The 4-Hour Workweek who doesn’t read or listen to the news. He says: “Most information is time-consuming, negative, irrelevant to your goals, and outside of your influence. I challenge you to look at whatever you read or watched today and tell me that it wasn’t at least two of the four.” Ferriss is another one who has made some choices to be a pioneer in his field.
So, what choices are you making to get to where you want to go?
ACTION
TODAY: Determine what choices you will make today that will take you in the direction of your goals.
FUTURE: Take some time to think about your life and the choices you’ve made so far. What other choices can you make to be focused on reaching your goals?
Know someone who needs to give up a few things to go up? Please share this post via email, Facebook or Twitter, thank you!
One of the most wonderful compliments we can all receive is that of equating us with progress: “He/she stands for progress. He/she is the right person for the job.” I still haven’t met anybody who does not like to be seen as a forward-looking, progress-seeking leader.
Looking forward, thinking progress, believing in progress and pushing for progress are leadership qualities that we can all develop. David J. Schwartz in The Magic of Thinking Big says, “Leaders, real leaders, are in short supply. Status-quo-ers (the everything’s-all-right-let’s-don’t-upset-the-apple-cart folks) far outnumber the progressives (the there’s-lots-of-room-for-improvement-let’s-get-to-work-and-do-it-better people). Join the leadership elite. Develop a forward look.”
But how?
There are two things you can do to develop your progressive outlook: 1. Think improvement in everything you do. 2. Think high standards in everything you do.
Students, employees and people in general pattern their thoughts and actions after those of their leaders. That is why a new teacher, a new boss, a new president, or any kind of new leader can make such an enormous difference, for good or bad. Schwartz says, “Remember this: when you take over the leadership of a group, the persons in that group immediately begin to adjust themselves to the standards you set. […] Once they know, they act accordingly.”
Schwartz goes on to say something very profound and powerful: “Over a period of time, [people] tend to become carbon copies of their chief. The simplest way to get high-level performance is to make sure the master copy is worth duplicating.” (!)
So, how can we make make sure that, as master copies, we are worth duplicating??
Fortunately, Schwartz includes a checklist to make sure that we are thinking progressively in four areas: work, family, ourselves, and our community. Keep it handy!
Do I think progressively toward my work?
Do I appraise my work with the “how can we do it better?” attitude?
Do I praise my company, the people in it, and the products it sells at every possible opportunity?
Are my personal standards with reference to the quantity and quality of my output higher now than three or six months ago?
Am I setting an excellent example for my subordinates, associates and others I work with?
Do I think progressively toward my family?
Is my family happier today than it was three or six months ago?
Am I following a plan to improve my family’s standard of living?
Does my family have an ample variety of stimulating activities outside the home?
Do I set an example of “a progressive,” a supporter of progress, for my children?
Do I think progressively toward myself?
Can I honestly say that I am a more valuable person today than three or six months ago?
Am I following an organized self-improvement program to increase my value to others?
Do I have forward-looking goals for at least five years in the future?
Am I a booster in every organization or group to which I belong?
Do I think progressively toward my community?
Have I done anything in the past six months that I honestly feel has improved my community (neighborhood, churches, schools, etc.)?
Do I boost worthwhile community projects rather than object, criticize or complain?
Have I ever taken the lead in bringing about some worthwhile improvement in my community?
Do I speak well of my neighbors and fellow citizens?
Lastly, I’ll leave you with a quote from Benjamin Franklin that I love:
“Without continual growth and progress, such words as improvement, achievement, and success have no meaning.”
ACTION
TODAY: Take one of the areas described above (work, family, yourself or your community) and answer the questions on the checklist. Determine where you are and what you need to do to make progress in that area.
FUTURE: Take some time to answer all the questions in the checklist and determine where you stand in each area. If you are reading this it’s clear that you are indeed a forward-looking, progressive person. Decide in which area you’d like to make (more) progress first and move into that direction. Then tackle another area and so on. In following along the lines of yesterday’s post, take these questions as decision criteria to measure progress as a state of being.
Think progressively toward your circles and please share this post with them via email, Facebook or Twitter, thank you!
The stories that illustrate the points in the book are incredible lessons of courage, hope, and determination in the face of the worst possible adversity and difficulty—both physical and emotional—that anyone can muster. Whether you serve in uniform or not, the lessons apply to all of us, regardless of our path in life.
The first lesson is wonderful. It’s simply this: make your bed every morning. It’s the importance of starting the day with a task completed. Instead of telling you the story, I will let McRaven’s words tell it to you directly, as I’m quoting his speech verbatim.
Every morning in basic SEAL training, my instructors, who at the time were all Vietnam veterans, would show up in my barracks room and the first thing they would inspect was your bed. If you did it right, the corners would be square, the covers pulled tight, the pillow centered just under the headboard and the extra blanket folded neatly at the foot of the rack — that’s Navy talk for bed.
It was a simple task — mundane at best. But every morning we were required to make our bed to perfection. It seemed a little ridiculous at the time, particularly in light of the fact that were aspiring to be real warriors, tough battle-hardened SEALs, but the wisdom of this simple act has been proven to me many times over.
If you make your bed every morning you will have accomplished the first task of the day. It will give you a small sense of pride, and it will encourage you to do another task and another and another. By the end of the day, that one task completed will have turned into many tasks completed. Making your bed will also reinforce the fact that little things in life matter. If you can’t do the little things right, you will never do the big things right.
And, if by chance you have a miserable day, you will come home to a bed that is made — that you made — and a made bed gives you encouragement that tomorrow will be better.
If you want to change the world, start off by making your bed.
Here’s the video of the commencement speech. The bed-making story starts at the 4:37 minute mark, but it’s well worth watching the whole 20 min if you have the time. If you prefer to read the speech you can do so here.
ACTION
TODAY: Make your bed. Years ago I heard someone say, “How you do one thing is how you do everything,” and that has stayed with me throughout the years. It echoes what McRaven says: If you can’t do the little things right, you will never do the big things right.
FUTURE: The habit and discipline of making your bed is illustrative of building a solid foundation. Only by starting with small things you get to the big things. Zig Ziglar said it well: “You don’t have to be great to start, but you have to start to be great.” So start today by making your bed, and keep making it every day. And along that path, build the habits that will take you towards the greatness that you seek and the change you want to make in the world.
Know someone who needs to make their bed? Please share this post with that person: you can do so via email, Facebook or Twitter, thank you!
TODAY’S IDEA: Minimal effort means avoiding work
